Performance Review - The Writing Part
Mastering writing effective performance reviews
(This is part 3 of the performance management series - I’m writing a series of posts for EMs to manage an individual's performance with specific cases and insights and how they can do a well thought out, fair and complete performance review. Check out the first 2 parts on: people dynamics about performance management and performance scale, criteria, calibration if you missed it)
You postponed. Once. Twice. Thrice.
And you open your calendar one fine morning to find that performance review discussion with your direct report is happening the next day. You’ve realized that you can’t postpone writing it anymore and the time has come. To make it worse, you don’t have quick notes and data to back up writing the performance review. It’s going to be hard. Chances of ending up writing a generic and not-much-to-say type of review is quite high unless you defy the odds and go onto write one which is specific, actionable and relatable to their actual performance backed up by data.
Writing a performance review doesn’t happen in a day. In fact, it can. Only if data that you infer, perspectives that you build about their performance, specific cases and next steps are readily available. Where do you start? What to write? How would you convey “the good, the bad and the ugly” parts in writing? What tone and word choices will you go with? - Believe it or not, performance reviews are emotional and personal to the individuals. Putting some effort and thought into it and being mindful of how you express your feedback in writing will be much appreciated.
Writing a performance review is a 3-step process: prep up, write up and wrap up. Prep up is a phase that happens before sitting to write a performance review gathering references and sources to consider. In the write up phase, you heads-down write a meaty performance review that is specific and relatable. You wrap up by writing actionable next steps and what follows up after the performance review in the wrap up phase.
Prep up
Preparation to write a performance review starts from day 1 - not one day before performance review discussion. Having enough data and references to write the performance review will make your life easier and also yield a quality write up afterwards. How can you be prepared way before the performance review? What are the data and references that you can look up to? What are the individuals’ hits and misses? Have you inferred the goals set and feedback shared in the last performance review?
Review past evaluations: If you're managing this individual for the first time, examine earlier performance assessments to grasp the discussions, commitments and areas for improvement. Consult directly with individuals to gather their sentiments, understand planned improvements, and assess progress to date.
Maintain a performance journal: A performance journal is a record of the performance of every individual on your team, capturing both their achievements and areas where they may have fallen short of the goals set for them. Once you build it with references and data over time, it will act as a valuable source when writing performance reviews, allowing you to cite specific examples from it.
How frequently do you input notes into the performance journal? - Whenever you prefer. It's challenging to recall everything during the performance review season. It is advisable to document observations of an individual's performance—whether positive, negative, or noteworthy—immediately as they occur.
Can the performance journal be shared to individuals or even with your manager? The decision is yours. It is advisable to maintain a personal journal and share concise notes during your one-on-one meetings with the individual. Seek clarification on their perspective and discuss potential next steps.
Refer 1:1 notes: It is advisable to document feedback and perspectives on their performance discussed during your one-on-one meetings. These notes will later serve as a valuable reference when composing performance reviews. Through these discussions, you might discover instances where your interpretation of their performance differs, and they can provide additional data, enabling you to write more constructive and accurate performance reviews.
Gather 360° feedback: Gather feedback and recognitions from colleagues, stakeholders, and your manager regarding an individual's performance in handling situations and collaborating closely with others. Regularly share this feedback with the individual, prompting discussions about their perspective and potential areas for improvement.
Write up
Write up is the written evaluation and forms the essence of the performance review process. If you've executed the prep up phase effectively, write up involves consolidating well-prepared notes in a compelling and constructive manner, aiming to create the desired impact on your direct reports’ performance. Let’s see the nitty gritties of the write up:
Review preview: Write a preview on how you see the individuals’ performance in the current performance cycle and give a sneak peek on what’s coming up in the detailed review up next. Start by thanking them for their contribution so far and the journey that you had together as a team. Callout crucial projects that they led or part of and the impact they delivered. It’s equally important to shed some light on major concerns and areas of improvements in the preview section and save the details for the rest.
Into the details: Into the details section is the meaty part of the performance review where you explain in detail with references to what the individual did well and areas for improvement against set performance criteria.
Tone and choice of words: Depending on what you want to convey you have to choose the right tone and choice of words in your writing.
If the individual outperformed in all areas and set out to take more ownership, use an affirmative and encouraging tone with phrases like "Instrumental role in the success of...", "A team player who consistently goes above and beyond”, “Set to take more ownership”.
If the individual had personal challenges and other issues but still managed to perform well, use an empathetic tone with phrases like “Recognizing difficulties”, “Navigating challenges”, “In spite of your stressful times”.
If the performance is a mixed bag, use a balanced tone with phrases like “Balancing strengths and opportunities”, “Improvement areas”.
With poor performance, it’s important to maintain a focused and constructive tone and not to sound as false positive or too harsh. It’s important to communicate the importance and why the individual should focus on them. Use phrases like “There have been challenges in meeting the expected standards'', “Collaboration with fellow engineers aren’t up to the mark and can be strengthened to drive effective outcomes”, “It's essential for us to discuss candidly some concerns that have surfaced during this period”
Wrap up
Wrap up section should encapsulate key takeaways and outline actionable steps to set the tone for the period following the review and the path forward for the individual. Without a wrap up, performance review will end up hopeless and leave your individual stranded in the middle of the sea.
Here’s what you can write in the wrap up section and actions following up after performance review:
Summary: Provide a balanced overview of the individual's performance during the review period.
Development Opportunities: Write potential areas for professional growth and development. This could involve training programs, mentorship, or opportunities to take on new responsibilities. Align development opportunities with the individual's career goals and the needs of the team or organization.
Next steps and follow-up: Clearly write and communicate what steps will be taken next. This could involve additional meetings, check-ins, or specific actions to address identified areas of improvement. Set a timeline for follow-up discussions and performance check-ins.
Closing Appreciation: End the wrap-up section with a sincere expression of appreciation for the individual's dedication and commitment. Also a moment to ensure your commitment towards their growth and performance.
Let’s take two extreme cases: Alice, a high performing engineer who exceeded expectations set to her level and Bob, a low performing engineer who struggled to meet expectations and showed no intent for improvement, and see how you can write performance reviews for them.
Let’s start with Alice.
[Performance Review - Preview]
“Dear Alice,
It's a moment to celebrate your exceptional achievements and the impactful role you played as a high-performing engineer. You have consistently demonstrated a remarkable blend of technical expertise, leadership prowess, and a keen sense of ownership in your responsibilities.
Throughout this performance cycle, You have not only met but exceeded expectations in every project that you undertook. Your innovative solutions, proactive approach, and collaborative spirit have significantly contributed to the success of our team and the broader organization. What stands out is your ability to take ownership of challenging tasks, driving them to successful completion with precision and dedication.
In the next section, let’s delve into these achievements, recognizing the profound impact of your work on our projects and goals. As we look forward, there is a clear opportunity for you to take on more significant responsibilities and ownership within our team. We'll explore avenues for you to lead initiatives, mentor colleagues, and further enhance your influence in shaping the direction of our projects.
Let’s chart a course for you to assume even greater ownership and leadership in your role.”
[Performance Review - Into the details]
Alice, your performance during this review period has been truly exceptional, showcasing your dedication, technical prowess, and collaborative spirit. Your contributions have been invaluable, particularly in the successful execution of Project Alpha. Let's delve into the specifics.
Your leadership in Project Alpha was exemplary. As the project lead, you not only met but exceeded the project goals. Your ability to guide the team, make critical decisions, and ensure that each team member was aligned with the project objectives contributed significantly to its success.
Your innovative problem-solving skills stood out during the challenges faced in Project Beta. When unforeseen issues arose, your quick thinking and strategic approach not only resolved the problems promptly but also prevented any major setbacks to the project timeline. Your ability to adapt to unexpected situations is a commendable asset.
In addition to your technical acumen, your collaborative efforts have created a positive impact. Team members appreciate your willingness to share knowledge and provide support when needed. Your collaborative approach has fostered a sense of teamwork that extends beyond individual projects, enhancing the overall team dynamic.
One notable aspect of your performance has been your proactive approach to taking on additional responsibilities. Your initiative in spearheading the optimization of our development processes has significantly contributed to the team's efficiency. It reflects a deep understanding of our goals and a commitment to continuous improvement.
While celebrating your strengths, it's important to remain mindful of areas for potential growth. Continued focus on enhancing leadership skills, particularly in delegating tasks and guiding less experienced team members, will further elevate your impact within the team.
To leverage your strengths and address areas of growth, we will work together to create a tailored development plan. This may include leadership training and targeted mentorship. Regular check-ins will provide a platform for ongoing feedback and collaboration to ensure your sustained professional growth.
Your outstanding performance is a testament to your commitment and expertise. The team values your contributions, and your leadership has set a benchmark for excellence. I'm confident that your continued growth will not only benefit you personally but will also contribute significantly to the team's success. Thank you for your dedication, and I look forward to witnessing your continued achievements in the upcoming review periods.
Now onto writing the performance review for Bob, a low performing engineer who struggled to meet expectations and showed no intent for improvement.
[Performance Review - Preview]
“Dear Bob,
I want to extend my appreciation for your efforts over the past year while also addressing some areas that warrant our attention.
Thank you for your contributions to the team during this performance cycle. Your participation in projects and day-to-day tasks has not gone unnoticed, and I appreciate your dedication.
However, it's essential for us to discuss candidly some concerns that have surfaced during this period [Mention specific concerns such as meeting project deadlines, collaboration issues, or any other relevant issues]. Recognizing these challenges is a crucial step in our collective journey toward improvement as it impacts the team’s overall goals.
Let’s collaboratively explore strategies to address these concerns and work towards improvement. This may involve additional support, training opportunities, or adjustments to our current workflow. Your input on how we can best approach these improvements is valuable.
Our goal is to create a constructive and supportive environment that facilitates your professional growth. I believe that, with the right strategies and support, we can overcome these challenges together.
In the next section, let’s openly discuss both your achievements and the areas where you can improve on your collaboration and effectiveness. Your commitment to improvement is crucial, and I am here to support you in this journey.”
[Performance Review - Into the details]
“Bob, your performance over the course of this review period has been a matter of concern. Despite the opportunities for improvement discussed in previous reviews, there hasn't been a notable shift in your output, particularly in the areas of project delivery and collaborative efforts.
One of the major challenges observed was with Project X. The project timeline stretched significantly beyond the initially agreed-upon deadline, affecting not only your deliverables but also causing a delay in the entire project cycle. This lapse in meeting deadlines is a critical aspect that needs urgent attention.
In the collaborative aspect, the communication gaps were evident in Project Y. Feedback from team members highlighted instances where clarity in your communication could have avoided misunderstandings and rework. Collaborating efficiently with team members is an essential part of our collective success, and it's an area where improvement is imperative.
Moreover, the quality of your code in Project Z raised concerns. The debugging phase took longer than anticipated, impacting the overall project schedule. It's crucial to ensure that the code meets the defined standards to avoid rework and delays.
While these challenges exist, it's essential to recognize areas where you have demonstrated strength. Your problem-solving skills were evident in troubleshooting issues during the testing phase of Project Z. This strength, however, needs to be consistently applied to all aspects of your work.
To address these concerns, a focused effort is needed on meeting project deadlines, enhancing collaboration with team members through improved communication, and elevating the quality of your code. Seeking feedback during code reviews and implementing best practices in coding standards are crucial steps in this direction.
To support your growth, we will schedule regular check-ins for a more detailed discussion on your progress. This will provide an opportunity for you to share your perspective, and for us to jointly chart a path forward. Identifying specific action items and a timeline for improvement will be a key focus in these sessions.
Recognizing the challenges, it's important to acknowledge your commitment to the team and the main intention is to ensure your professional development. Your dedication to improvement is crucial, and I appreciate your willingness to engage in this process. I look forward to seeing positive changes in the upcoming review periods.”
Don'ts of writing a performance review
So far you’ve seen how to write a performance review, it’s equally important to know how not to write it. Writing a performance review that’s overly negative or positive, biased and not considering an individual's perspective is all set to fail. Let’s take a look at common mistakes that engineering managers make when writing a performance review so that you don’t have to repeat the same.
Don’t write generic: If your writing is too generic and not mentioning details of an individual performance, the intended message will not be conveyed. Be specific and provide concrete examples to support your assessments. This clarity helps the individual understand their performance better.
Don’t be overly positive or negative: Avoid using overly critical language that might demotivate the individual. Instead of focusing solely on weaknesses, provide constructive feedback with actionable steps for improvement.
Don’t be biased or opinionated: Ensure consistency in your evaluation. Treat all team members fairly and use a standardized approach to performance assessment. Inconsistencies can lead to perceptions of bias and unfairness.
Don’t assume but confirm: Refrain from making assumptions about the individual's intentions or motivations. Stick to observable behaviors and outcomes. If there are concerns, address them directly and seek the individual's perspective.
Don't Rely Solely on Recent Events: Consider the individual's performance over the entire review period, not just recent events. A balanced assessment requires a comprehensive view of their achievements and challenges throughout the performance cycle.
That’s all for now - You’ve seen what it takes to write an effective performance review. What’s your experience in writing a performance review or reading a performance review your manager written? What improvements would you like to see? - Share your thoughts.
In the next part of the performance management series, I’ll write about direct conversation that you’ll have with your direct reports about their performance and your review.
Find part 4 here: